**2.1. Introduction**

service (including tools and skills), it will require supply-chain integration and data availability. These combined elements will allow for the integration of the entire production process and supply chain and should, in time, enable the self-optimization of cyber-based physical

Irish industry is currently poised for the transition from conventional automation of Industry 3.0 (I3) to the Cyber Physical Systems (CPS) of Industry 4.0 (I4). What will the transition look like? Where are the tools to manage the transition? In the absence of any definitive *How-To-Guides* business leaders depend heavily on advice from technology providers. This has the inherent risk of implementing overly technical solutions which may deliver very little business value. The primary focus for Irish businesses must be DigitALIZAtion which Gartner [2] defines as *the use of digital technologies to change a business model and provide new revenue and value-producing opportunities; it is the process of moving to a digital business*. This chapter is the *How-To-Guide for the DigitALIZAtion of I4* 

Creating the *How-To-Guide for the DigitALIZAtion of I4 Manufacturing* required the research, development and validation of many novel processes and tools such as *The ALIZA Canvas, The ALIZA Process* and *The ALIZA Tools (I4-PS Scorecard, I4-ES Scorecard, The OSE Calculator and The DIVOM Benchmarking Process)*. Each of these processes and tools are explained in detail

For tangible business benefit is to be derived from these processes and tools they must be rapidly disseminated to practitioners. This work proposes that there is a requirement to supplement the existing education function of discipline centric qualifications with Topic centric competencies which enable the Trans-Topic collaboration necessary for the creation of novel technical solutions to the emerging Industry 4.0 business problems. This requires a supplementary educational organization, E-Cubers, which consists of a constellation of Communities of Practice (CoPs) organized around topics which are designed to facilitate collaboration and creativity for the advancement of each members individual competencies to

A detailed explanation is provided of how E-Cubers have utilized LEGO® TECHNIC, LEGO® MINDSTORMS and LEGO® GBC as equipment kits to deliver the Overall Equipment Effectiveness (OEE) centric BUILD, PROGRAM and INVENT methods. A detailed evaluation of Resnick's Four Ps leads to the definition of E-Cubers Eight Ps as: *E-Cubers utilize the concept of an OEE Playground to Passionately build up a Portfolio of Projects in collaboration with their Peers, "ag spraoi agus ag imirt" (Gaelic for Playing by having fun and competing). They demonstrate their technical ability by leveraging existing knowledge assets and creating novel solutions to the Problems* 

But the work does not stop there. By creating *The E-Cubers Library* it becomes possible for E-Cubers to share their physical assets as efficiently as they utilize the Creative Commons Licensing model to share their cyber assets and knowledge. This is a truly comprehensive *How-To-Guide for the DigitALIZAtion of I4 Equipment Knowledge* which when fully harnessed will enable Ireland to take its rightful place as leaders in I4 Equipment by doing what we do

support the achievement of I4 Equipment Engineering Excellence.

*which they have Prioritized as they learn the art of their craft.*

best "*ag spraoi agus ag imirt."*

systems [1].

60 New Trends in Industrial Automation

*Manufacturing*.

in this chapter.

DigitALIZAtion which Gartner [2] defines as *the use of digital technologies to change a business model and provide new revenue and value-producing opportunities; it is the process of moving to a digital business* frequently confused with digitization which is defined as *the conversion of text, pictures, or sound into a digital form that can be processed by a computer* [3]. To minimize any risk of misinterpretation this work utilizes the term ALIZA to clearly specify the focus on DigitALIZAtion. The implementation during this study is specific to the Manufacturing sector but the ALIZA canvas, process and tools have been designed to be generic in nature and may find applications in many other domains.

The Free Model (Google, Facebook), is an excellent example of a disruptive digital business model. It disrupts the market with an *"if-you are-not-paying-for-the-product-you-are-the-product"* ethos. To achieve this business model, vendors radically migrated their primary function from *"providing excellent products"* to *"harvesting data from excellent free products"*. New digital business models in the manufacturing sector may need to be just as radical. But how will such radical changes be communicated to the complete manufacturing organization? A canvas is required on which to paint the big picture which conveys the complete transition to Digitalization; the requirement for The ALIZA Canvas emerges.

The ALIZA Canvas in isolation is not sufficient for the management of this transition. It explains the *Why, What & How* but it has no sense of *When* or *Who*. This work suggests that the *When* and *Who* is best conveyed by the utilization of a roller coaster diagram called The ALIZA Process which conveys the kinetic energy that can be provided by utilizing the appropriate tools to engage the relevant stakeholders at the correct time in the process. With the canvas and process defined the final step is to design The ALIZA Tools which will be used to benchmark and control the processes. The primary function of these tools is to benchmark and stimulate analysis to discover potential for improvements. With that in mind they must provide a scale or continuum to enable the participants to determine where they are now (Current Score) and where they want to be (Target Score). This study *"Defines"* the key Attributes for the stakeholders so that they can actively *Measure, Analyze, Improve and Control* them; providing the stakeholders with a Six Sigma process.

The methodology utilized to design the above stated ALIZA canvas, process and tools and their application to I4 Manufacturing sector is outlined detail over the following sections.
